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business disrupters | game changers | innovative thinkers | rebel rousers

TM

BizPeake

complimentary a B2B magazine for the Chesapeake Bay Region issue #6

work/life issue

BAL ANCE


PUBLISHER’S LETTER

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WORKPLACE MORALE BOOSTERS words by Sheri Hamberger, CPA & Heather Lalor, CPA

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SCHOONER WOODWIND – MVP 11 words by Mark G. Hartzell

HOW DO YOU ELEVATE? 13 words by Stephen Hall

FAMILY BUSINESS: THINGS TO CONSIDER 15 words by Sheri Hamburger, CPA & Heather Lalor, CPA

PETS IN THE WORKPLACE 16 words by Janice F. Booth

MINDSET & THE TRUSTED ADVISOR 19 words by Afi Harrington, PhD

WORK-LIFE BALANCE: FINDING BLISS 20 words by Sarah Hagerty

THE DAVIS GROUP - MVP 23 words by Mark G. Hartzell

FAMILY BUSINESS: THE NEXT GENERATION 24 words by Terry Schaefer

BUY OR LEASE? 27 words by Scott Douglas

BUSINESS AND EXECUTIVE COACHING 28 words by Heike Heemann

CROW VINEYARD - MVP 31 words by Mark G. Hartzell

GOOGLE ADWORDS 32 words by Susan Schauer John

COACHING LEADERSHIP AGILITY 34 words by Bea Carson. Ed.D

THE DRAWING BOARD - MVP 37 words by Mark G. Hartzell

HIRING MILLENIALS 38 words by Rose Woodruff FUN FACTS: This issue, we asked our intern Mark G. Hartzell to not only film and edit the MVP interviews for our BizPeake TV channel, but to also write the accompanying articles for BPJ. He did a fantastic job on all fronts! Mark is a senior at the College of Charleston and majoring in Business Administration. Clearly a very bright future awaits. Thank you Mark!

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Issue #6 WORK/LIFE

CONTENTS


FOUNDER & PUBLISHER Jamie M. Kizer Jamie@BizPeakeJournal.com

LOYAL OFFICE COMPANION Zoey – #pleasesendtreats

EDITOR Sarah Hagerty

CREATIVE DIRECTOR / DESIGN DONACO Design Communications

CONTRIBUTING EDITORS Empower Yourself and Your Business! Sign Up For Your FREE

COMPLIMENTARY ISSUE of

Janice F. Booth Bea Carson, Ed.D Scott Douglas Stephen Hall Sheri Hamburger, CPA Afi Harrington, PhD Mark G. Hartzell Heike Heemann Susan Schauer John Heather Lalor, CPA Terry Schaefer Rose Woodruff

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COUNTY DISTRIBUTION

Visit our website at: www.BizPeakeJournal.com/Subscription or click the QR code below to connect directly to the page, and sign up! It’s that easy.

Anne Arundel Calvert Dorchester Kent Queen Anne’s Talbot

SUBMISSIONS

news/events to share, ideas for future articles and businesses/people to feature, or to become a contributing writer, contact: jamie@bizpeakejournal.com BizPeake Journal – 126 West Street, Annapolis, MD 21401 410-216-2905 | www.bizpeakejournal.com Copyright ©2016 BizPeake Media, LLC™. All rights reserved. No part of this publication may be reproduced in any form, including photography, without permission. BizPeake Journal™ is published 6 times per year. Subscriptions are free and will be sent to your home or business at no charge.

@BizPeakeJournal


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Elaine Shanley


LETTER

FROM THE

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H

appy summer!! I’ve been waiting all year to be able to say those lovely words once again. Last year at this time we had just released our first issue of BizPeake Journal (Yay…Happy Birthday to us!!). As a start-up business, I had little time to enjoy the pleasures of living in Annapolis and swore that “next” year would be different. I’d learn to sail, go crabbing, spend tons of time on the Eastern Shore, and possibly even take a vacation. Well unfortunately, things didn’t quite turn out that way. You see, not only am I still in the “start-up and survival stages” of my business, but I fail miserably at creating a work-life balance. Essentially, my work is my life, and for some reason I’ve not been able to find balance. I have realized however, that if I don’t find balance soon, the chances of burnout and illness will likely increase. For that reason, we’ve chosen to make the focus of this issue on the importance of creating a work-life balance. Throughout the pages of this issue you’ll read about some fabulous suggestions on how to find that balance, and appreciate the small pleasures in life. For some people, one of those small pleasures is being able to take your pet to work, or even working in a pet-friendly environment. We had the opportunity to meet some of the furry and finned friends who help put smiles on those who work and shop in our area. While all business owners need some sort of balance in their life, it is especially important for family-owned businesses. Presenting its own unique set of circumstances and challenges, we decided to interview several family-owned businesses here in the region, to see how (and if) they manage to create a separation between their home and work lives. In addition to reading their stories, we invite you to watch the full-length interviews on our BizPeake TV Channel on YouTube. We also reached out to a few experts in the field for their suggestions about how to keep a family business running smoothly and avoid the usual pitfalls. Some family businesses have found it very helpful to hire a business or executive coach to help them navigate through issues such as conflict, succession planning, and establishing policies and procedures. Speaking of coaches, many business owners (myself included), have benefitted greatly from the insight and perspective that can be gained by hiring a coach. Since there are many different types of coaches (life, business, executive, etc.) we thought we’d provide some helpful tips about how to find the right coach for you and your needs. In closing, as I sit here writing this letter, with my loyal office companion (Zoey the Pekingese) by my side, I realize that despite not having the time or the resources to take a vacation this summer, I am so very blessed to live only minutes from the water, less than hour to many of the world’s greatest monuments and treasures––and only a phone call, car ride or walk around the corner from some of the most amazing friends, family and fellow biz owners that a gal could ask for. May you find peace, pleasure and balance...

To your continued success, With love and gratitude, Jamie

JAMIE M. KIZER, FOUNDER AND PUBLISHER


John

She stood

Quin-

.

in the storm, & when the wind cy Adam did not blow her way, she adjusted her sails. Elizabeth Edwards


WORKPLACE MORAL BOOSTERS Unique Possibilities. WORDS BY HEATHER LALOR, CPA AND SHERI HAMBURGER, CPA TOAL, GRIFFITH & RAGULA, LLC

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ANIMAL PHOTOS: SHERI AND HEATHER’S FURRY FAMILY MEMBERS

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ost managers and business owners would agree that happy employees are more productive employees; employees simply work harder and remain loyal longer to companies that value their happiness. Identifying how to boost employee morale is, oftentimes, what creates a challenge since each employee values perks differently. As a business owner, you need to consider what boosters will increase the majority of your employees’ happiness while remaining cost effective for your company. Consider adapting a few of the following: • Many fields require employees to work long, hard hours in order to meet deadlines. Contemplate providing lunches or dinners to your staff on days when they are stuck in the office and working under a deadline. Bringing in sandwiches and salads for lunch allows your employees to remain in the office and continue with their tasks. It also reminds them that you appreciate their efforts and acknowledges the long hours they are working. A few slices of pizza can go a long way in putting a smile on a tired employee’s face. • If your employees are stuck at their desks, hunched over their computers all day, consider bringing in a massage therapist to offer chair massages; this way, your employees can focus on their work and not the crick in the neck or ache in their back.

• Some employees may value the opportunity to utilize a “quiet room.” If you have the space, set up a dark, quiet room with a few reclining chairs where employees can meditate, listen to music or even nap for 20 minutes. Allowing your employees to rest and return to their desks revitalized will increase their productivity. Quiet rooms can be especially helpful if your employees work a lot of overtime or late hours. • How often do you need to take care of personal tasks that require your attention Monday through Friday during regular business hours? Need to stop by the post office to pick-up a certified package? Need to swing by the bank to get a new debit card? If you are unable to address these items on a Saturday morning, it is likely that your employees struggle to take care of these tasks on the weekends too. Consider allowing your employees to start their Monday mornings at work a few hours late. This way they can address their personal to do list first thing Monday morning and come in to work with their mind set on their work tasks for the week. These perks may have been considered radical 20 or 30 years ago, but they have become fairly commonplace in today’s work environment. Let’s discuss a somewhat radical morale booster that may greatly benefit your employees…becoming a pet-friendly office. You may immediately dismiss this idea and say your business field is not conducive to pets in the workplace, but we challenge you to give it a second thought; pets are popping up in some unlikely


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ABOUT THE AUTHOR Sheri Hamburger, CPA (R) and Heather Lalor, CPA (L) are with the firm of Toal, Griffith & Ragula, LLC. They can be contacted at: shamburger@tgacpa.com or hlalor@tgacpa.com respectively.

Issue #6 WORK/LIFE

WHO RESCUED WHO?

example, as accountants during tax season, a main reason why we have to leave work at times is to feed and walk our dogs – simply knowing they have been cooped up during a long work day can cause stress and anxiety; not to mention, we want to avoid accidents! If our pets were to join us in the office, we could provide additional hours towards the tax crunch. It is important to recognize that, while becoming a pet-friendly office is a potential avenue to bolster employee morale, it is only beneficial if you decide it is right for your business. If it is not feasible to allow pets, consider the other perks mentioned. A few small changes can translate into happier employees and a stronger bottom line.

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professional settings. We recognize that there are cons to allowing employees to bring their pets to work. You need to consider pet allergies among your employees and customers/clients/patients. In addition, the workplace is no place for aggressive dogs, and loud and noisy dogs will distract the pet owner and other coworkers. Establishing definitive rules for allowing pets at work is critical for the success of the program, but don’t let the cons derail you. The pros of allowing your employees to bring their pets to work are numerous. The presence of pets dramatically reduces the stress of employees and customers; petting an animal during a high-stress situation has been shown to reduce your heart rate and stabilize breathing. Also, pets just do funny things and so can provide comedic relief during stressful times; it’s hard to be mad at a client when your pet is trying to stealthily steal offices supplies from your desk! Another perk is how like-minded employees are able to work better as a team; so, by instituting a pet-friendly office environment, you will attract and retain talent with shared characteristics that may find it easier to rally around a project or settle differences of opinions. A significant pro specifically for businesses when allowing pets to come to work is that employees are able to manage the needs of their pets while devoting longer hours to their job. For


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SCHOONER WOODWIND An Annapolis sailing tradition.

W

WORDS BY MARK G. HARTZELL

Issue #6 WORK/LIFE

of downtown Annapolis, Jamie sat down with Ken, Ellen, and Jennifer Kaye to discuss the ins and outs of this unique family business. Although sailing is the common theme that unites this trio, each of the Kayes brings something different to the business. Jen brings energy, along with knowledge of advertising and marketing. On the other hand, Ellen’s business savvy allows the family’s love of sailing to function as a business. Lastly, Ken just wants to share his passion of sailing with everyone else. If that isn’t enough to convince you of how awesome Schooner Woodwind Sailing is, then sit down and watch the movie Wedding Crashers where you will see the Woodwind II featured in one of the scenes. How cool is that? Having listened in on the interview, there is certainly no lack of love or passion for sailing amongst this family. It is businesses like this that keep Annapolis buzzing and striving to be that unique city. Be sure to check out the full video of the interview on our YouTube channel at BizPeake Journal. www.schoonerwoodwind.com

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hen you think of Annapolis, sailing is often one of the first things that comes to mind. Sailing, in a sense, encapsulates the idea of what it means to be a true Annapolitan. What was once a small boating town is now a large tourist attraction. However, it is nice to see that certain things, such as sailing, have preserved the charm of the city. From the numerous yacht clubs to the aesthetic view of the Chesapeake Bay at sunset with countless silhouettes of sails on the horizon, sailing will always be a part of Annapolis. As a result, it was difficult not to include Schooner Woodwind Sailing in this issue of Family Businesses. This amazing trio of father, mother, and daughter has become an east coast treasure by touching the hearts of many people with their love for sailing. Whether it is Annapolitan locals or visiting tourists, many have wanted to experience the true feeling of Annapolis by taking a sailboat ride on the Woodwind I or Woodwind II. On a beautiful, hot summer day down by the waterfront


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HOW DO YOU ELEVATE? El’-ev-ate: (verb) to raise up. stops and then passes away all too soon? He often challenged clients to “move the flag” or continue to climb up the mountain. He said, “It never ends,” and you have to continue to push your comfort zone. In the business world this means a couple of meaningful things that I would like to close on: • Are you a goal setter? Do you challenge yourself to “move the flag” without beingprompted by others? Is it in your nature? • Do you accept responsibility? Humans are rare in that we can consciously “choose”how we feel, let our actions create new beliefs and face up to failure and rejection asmerely a learning tool. • Are you a lifelong learner? There is no shortage of great books, courses, TED Talks and videos and of course personal training that allows you to grow beyond your “campsite” or your comfort zone. Lifelong learning is truly a treasure that should never stop. • Have your formed your “muscle memory” ? Climbers have practiced, rehearsed, actually taken the mountain many times and they are ready for just about anything and will instinctively know what to do, where to take things. Campers have much less. They learned “just enough” to get by, and Quitters never got a chance to form theirs. I started my training business at 59. It’s been a whole new mountain for me, full of learning, challenges, new skill requirements and hard work and I’m still pushing myself and re-planting my flag higher and higher toward the summit. It’s never too late to plan your climb and expand outside your comfort zone. After all, that’s where the rarified air exists! Good Selling! ABOUT THE AUTHOR Stephen Hall is the Owner/President of Maryland Sales Training and Management Development, Inc.

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ost of us have the drive and desire to elevate in life: our education, our families, our careers, our pay, our savings and especially our performance at something we love. Throughout our lives, this quest to elevate never ends. We seek to elevate our brand, our teams we manage, perhaps our personal performance as a salesperson. Dr. Paul Stoltz, considered the world’s leading authority on grit and resilience describes the human drive and performance (or lack thereof) through the analogy of mountain climbing: stating that there are Climbers, Campers and Quitters. Let’s take a moment to look into these and ask yourself where you might be. Climbers: The group driven to succeed and grow – to reach the mountaintop. They may have climbed the peak dozens of times. But they realize that conditions change, external influences may alter the course from a year ago. They study the conditions, map out this next approach, study the weather and then they start and keep pushing until they get there. They are competitive and remember how long the last summit took and want to beat their last time. They form contingency plans in case something changes along the way – route A is no longer good, they need to take route B. But they keep pushing, adapting and climbing to reach their goal. We usually

find these people in the top 20% of the pack – they are also referred to as “Winners” and they never rest on their laurels. Campers: They always start out as Climbers. They chart their course, start up the mountain, but for some reason they feel the need to stop, and then they Camp. They say they are “going to take a rest”. No need to push and hurt ourselves. In business, this is found when you have built your “book of business” and you begin to feel satisfied with it. You begin to protect your client base (rather than adding more) and you go into “protective” mode, looking for the things that will take away clients, rather than continuing to Climb. There are two notable characteristics of Campers: first, they are not self-aware. They don’t even realize that they are camping. Second, Camping becomes a way of life, a new reality. They may even seek to bring in the running water and electricity for more comfortable camping. These people fit into the middle 60% of the pack. We sometimes call them the “At Leasters” for they frequently say, “yeah, my year was OK, and ‘at least’ I’m still getting a steady stream of pay.” Quitters: Sounds sort of harsh, but in reality, there are a group of people who start out climbing, but determine that it’s too hard. They must find something easier, so they start over and frequently this pattern will lead to repeated re-starts. That’s their reality and they get comfortable and rationalize these repeated re-starts. We call this group the “non-winners” and we find these people in the bottom 20% of the pack. Quitters also have a hard time taking responsibility for their performance – it’s someone else’s fault and they become victims and are comfortable in that role. Status Quo: David Sandler, founder of Sandler Training often talked about the concept of status quo. He said, “Status Quo is the beginning of death.” Wow! But think about it – how many times have we heard the story about the retired businessperson who just

Issue #6 WORK/LIFE

WORDS BY STEPHEN HALL


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FAMILY BUSINESS: THINGS TO CONSIDER Perks that are plentiful and enticing.

WORDS BY HEATHER LALOR, CPA AND SHERI HAMBURGER, CPA TOAL, GRIFFITH & RAGULA, LLC

edge that these situations do not mean that the family member is any less dedicated to the success of the company. Generational Issues - Consider old school versus new school business management ideas. How will you tackle them as a family? Younger family members may see the importance of spending $5,000 to develop a website for the company, but older family members may see it as an unnecessary expense. How will you handle work-life balance issues and overtime? Having a plan from the start will help to avoid future conflicts. Develop a Succession Plan – Who will take over the company and ensure its future growth as older family members retire? Will it pass to the oldest child? The most involved family member? What happens in the case of divorce or death? Tackling these situations before they arise will help prevent family rifts when the inevitable happens. As accountants, we see some family businesses succeed and thrive while others crash and burn. In most cases, the failed businesses usually did not consider the above topics when entering into their business relationship. Discussing these areas before they become an issue will allow for calm heads to make clear decisions. At the end of the day, remember - your family should be your number one priority!

ABOUT THE AUTHOR Sheri Hamburger, CPA (R) and Heather Lalor, CPA (L) are with the firm of Toal, Griffith & Ragula, LLC. They can be contacted at: shamburger@tgacpa.com or hlalor@tgacpa.com respectively.

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mand for the success of your company and the possibility that it may not follow the standard lineal hierarchy. Encourage Open Communication – There will be conflicts; there is no way to completely void them. Be sure to communicate and resolve conflicts quickly. Communicate your expectations of everyone. It is important to acknowledge there will be varying levels of commitment and dedication among family members. If the business is the brain child of one family member, they will be extremely dedicated and will happily put in all of the hours needed to see it succeed. Other family members may be happy and excited to help, but they may draw the line at 40 hours per week. Communicating these expectations are necessary to avoid resentment. Consider Family Aspects Separate from the Business – Be sure to find a way to leave work at work as much as you possibly can. When you work with your family, it is easy to constantly bring work home with you. It is important to nurture your family relationships outside of work. Set boundaries and take time off from the business. Avoid talking about the business during holidays and family dinners. If you work with your spouse, be sure to have date nights where all business discussions are banned. Consider family finances separate from the business. If the family business was to fail, are there alternative sources of revenue to keep the family going? Do some family members work for outside companies? As the saying goes, don’t put all of your eggs in one basket. Acknowledge that Relationships will Change – As the business grows and changes, your family will grow and change as well. Levels of dedication to the company will ebb and flow depending on other life situations. A new mom may need time off to focus on her growing family. An older family member may want to cut back to part time as they grow close to retirement. It is important to acknowl-

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re you considering starting a business with a family member? Or even a close friend? The perks that come along with this type of company are plentiful and enticing. The term “family business,” oftentimes, invokes the image of a small mom and pop shop, but don’t discount the growth potential - Comcast, Ford and Walmart are current examples of family businesses! To ensure the success of your business, it is important to approach the company set-up the same way you would with a non-family member. Sometimes, the trust and loyalty you have with your family members convinces you to overlook certain steps. This article highlights topics that you need to address to ensure the success of your company and more importantly, the health of your family relationships. Operating Agreement – Seek the council of an objective third party to help you craft a legal, binding operating agreement. Brainstorm for areas of potential conflict and commemorate in writing clear strategies to handle them. Consider ownership percentages and paid time off. How will compensation be handled? Who will determine raises and promotions? How can family members exit the company? All of these areas need to be addressed in writing and agreed to by all parties in advance. Clear Chain of Command – Lay out the hierarchy of your company from the start. Who reports to who? Who has final decision making authority? It is important to clearly delineate roles, especially when the chain of command does not follow the traditional family hierarchy. If the youngest sibling has an MBA in business and it makes the most sense for them to serve as the CFO, clearly communicate that to the other siblings to avoid issues. Consider the best chain of com-


PETS IN THE WORKPLACE No stress and good health. WORDS BY JANICE F. BOOTH

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ROSIE

nnapolis and Anne Arundel County are pet-loving communities. The American Humane Society estimates that approximately 65% of the households in America have pets: mostly cats and dogs. Using the American Veterinary Medicine Association formula, Anne Arundel County, has a population of over 560,000, as of the 2014 census. Nearly 79,000 are dog owners, and share their lives with about 126,000 dogs. And, while the owners may overlap, an estimated 65,500 residents of the county have more than 137,000 cats. Why? Why are furry friends so important to us? What do our pets do for us? Pets are natural stress reducers. If you work in an office, if you work at home, if you run a business, you are all too familiar with STRESS. The National Institute for Occupational Safety and Health found that job stress often leads to health complaints and absenteeism due to illness. The work place produces more stress than do family or financial problems. Your business may have tried to reduce on-site stress. Maybe you encourage your staff to work at their own pace… as long as they meet the deadlines and provide a superior product for your customers. Perhaps you work alone, in sweats and slippers, and you are convinced that if you finish this one tough project, your stress level will plummet. But, if your employees are still calling in sick for “mental health” days, if you are sneaking a cigarette when deadlines loom, if you have a bottle of aspirin handy on your desk – then maybe your workplace needs an attitude adjustment, some stress reduction. One charming attitude adjuster is a cuddly kitty or an easy-going dog. Studies and surveys of small and large companies found that allowing pets in the workplace reduces stress, encourages staff to work longer hours, decreases absenteeism, and enhances a cooperative atmosphere. The most renowned of these studies was done by Virginia

Commonwealth University in 2012. The group of medical researchers found that employees who bring their pets to work maintain a healthier work-life balance; these workers felt they had more control of their lives. Surprisingly, co-workers also benefitted from being around their colleagues’ animals. Petting an animal causes the body to produce oxytocin, a hormone that reduces stress, and decreases the production of the stress-related hormone, cortisol. Rosie, a golden lab, has been coming to work for ten years with her owner, Greg Palmer. Greg owns Friendship Creative Printers in Severna Park. “Rosie makes her rounds in the morning. She greets everyone, and they look for her. Treats for Rosie are so popular that I have to keep weight-control dog biscuits for her. People on staff will grab her leash and take her for a walk… Most people enjoy seeing the dog. When she’s [Rosie] not here customers ask where she is… I guess I’d say she’s therapeutic,” Greg observes.

FISH CONDO AT LIQUIFIED CREATIVE

“Studies and surveys of small and large companies found that allowing pets in the workplace reduces stress.”


CANINE AND COCKTAILS

the pet-of-choice. John Corsaut, a principal at Liquified Creative, speaks enthusiastically of Gilligan, Godzilla, Spartacus, Neptune, Lonnie and Dori - blue, green and yellow “chicklids” swimming about in a 70 gallon tank in the lobby of Liquified Creative. “We enjoy our fish condo. Everybody feeds them and helps keep the tank clean. Our clients like to check out the fish tank. It makes a great conversation starter.” John points out that sharing the responsibilities of the fish and their tank, for example, counting the new arrivals after the grown-ups have been “knockin’ fins”, and trying to keep up with naming each fish are great for moral. “The fish are part of our agency culture,” John points out. “In fact, we’re instituting ‘Liquefied Inspiration of the Day’ with our underwater pals as part of our web site. We’re putting a camera in the tank, and each day we’ll have a fresh inspirational saying on our web site, www.liquifiedcreative.com” Fish may not work for your company, but the energy, humor, and sense of camaraderie engendered by Liquified Creative’s fish tank echoes the response of owners and employees alike when pets are welcomed in the workplace. This year, your company may want to participate in the annual, June, “Bring Your Pet to Work Day.” Try a few pets in your office and see for yourself if resident dogs and cats work for you and your staff.

ABOUT THE AUTHOR Janice F. Booth is the author of Crofton: Images of America and has written for local, regional and national publications including What’s Up? Publications, American Artist, the Wildlife Art Journal, BizPeake Journal, and Lancaster Farming. Janice is an adjunct professor of English and Communications at Anne Arundel Community College, Arnold, Maryland, and has been an educator for over 40 years. She has a Master of Arts Degree from Wayne State University. Additionally, Ms. Booth is a partner in Booth, Shaberman & Associates, a consulting firm dealing with software products for attorneys. She can be contacted by email at jfbooth@gmail.com or at 410-224-0930. Read her blog at www.open-line.org

Issue #6 WORK/LIFE

is considered a legitimate disability if there is proof that one’s ability to work is impaired.) • Cute or playful pets in the workplace can be distracting. • If you lease or rent your workspace, there may be restrictions in your lease or agreement regarding pets. Attorney Hillary J. Collier, in the Virginia Law Letter, addresses pets in the office. She points out that with care, a business owner can avoid litigation by setting up practical precautions. She points out that small businesses will probably find it easier to implement a pet policy for the workplace. Her suggestions for pets-in-the-workplace include: • Put in writing a simple, clear “Pet Policy” that can be disseminated to all employees before welcoming animals to your office. After pets are in the workplace, new employee candidates can be given the policy as part of their orientation. Discreetly post the “Pet Policy” in your business’s lobby. The policy might include: o Acceptable and unacceptable pet behavior spelled out. Include a clear statement of “housebroken” pets and clean-up responsibilities when a mishap occurs. o “Pet Free” zones for employees who are uncomfortable with or allergic to animals. o A summary of State law(s) and regulations. Familiarize yourself and others with the difference between Service Animals and pets. o Responsibilities and expectations for employees who bring in their pets. • Prohibit pets in the cafeteria, break room, restrooms, and conference areas. • Enforce simple leash rules, eliminating pets wandering about without supervision. • Establish expectations on pet cleanliness and grooming – treated for fleas, brushed and trimmed to avoid excessive shedding in the workplace. • Clearly identify prohibited distracting behavior, for example, barking, licking, snarling. Before introducing our four-legged friends into the workspace the advice seems to be, plan carefully. (The stress-reducing benefits may not kick-in immediately for the business owner or pet committee preparing the groundwork.) Liquified Creative, a graphic design and marketing consulting firm in Annapolis, may have found the perfect compromise. They allow pets in their Eastport offices. In fact, they have about a dozen – last count. In keeping with their name and location, fish are

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Gavin Junkins at Bacon Sails in Annapolis, fondly recalls Caesar’s decade-long reign at Bacon’s. Caesar was a two-year-old German shepherd rescued and brought to work by Gavin to help socialize the somewhat traumatized young dog. Caesar came to be known as the “Dog of Opportunity.” If Gavin brought in sausages for lunch; Caesar grabbed a couple for himself. If a co-worker brought in a steak sandwich or simply an hot dog, Caesar wasn’t picky, he’d gobble down either with equal enthusiasm. For a year or so, Caesar shared Bacon Sails’ premises with a 130 pound, Newfoundland dog named Titanic. “The two dogs got along OK. And everybody liked them,” Gavin recalls. “I brought Caesar to work until he was about 12. Then he got too old and a little too territorial to come with me to work. But, we miss him around here, our customers miss him too.” Your clients may bring their furry friends when they stop by your office to order or consult. How your business handles the furry guests could prove pivotal to retaining that client. Loews Hotels have made a policy out of a predicament – folks who travel with their pets. The hotel chain has a program, “Loews Loves Pets.” The Loews of Annapolis has sheltered pets and their owners for 26 years with great success. Collaborating with Michelle Kownacki, owner of the Annapolis pet supplies shop, Paws, and the with SPCA, for several years the hotel has invited pets and their owners to gatherings on summer evenings, “Canines & Cocktails for a Cause.” The gathering encourages pet owners to enjoy the hotel’s welcoming setting while contributing to a variety of charities, including the SPCA and Chesapeake Cats & Dogs Rescues. However, before inviting pets into your work environment, there are common sense health and safety issues to consider. Rohan Ayyar in FastCompany.com reviews what a pet-friendly businesses might be wise to consider: • 15-20% of Americans are allergic to pets. • Unpredictable pet behavior could lead to an employee or customer’s injury. • Our litigious society could lead to a customer or employee bringing a lawsuit against your company. (Consider the Americans With Disabilities Act. Animal allergies


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Issue #6 WORK/LIFE

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MINDSET AND THE TRUSTED ADVISER The underutilized keys to business success. WORDS BY AFI HARRINGTON, PHD

plays a key, yet often invisible, role. You don’t think that your belief that there’s never enough money plays into your constant cash flow problems. You don’t connect that your hidden fear of success—yes, people often subconsciously fear success—keeps you playing small instead of really going for it. Once you open yourself to explore mindset issues that may be impeding your business progress, you’re opening a door for some potentially powerful shifts. Here are some questions to consider that can help delve into potential mindset barriers in your business:

1. W  hat part of your business is most frustrating or the biggest challenge for you right now?

2. W  hat’s stopping you from making a change

Reviewing these questions in isolation may not uproot too much, but with proper guidance, questions like these will often reveal underlying issues, thoughts, and beliefs that limit you. Enter the trusted adviser. Trusted advisers come in many forms—CPAs, lawyers, business coaches, friends, etc. Some key attributes of a trusted adviser are the ability to listen, be objective and compassionate, and provide a unique perspective and insights. If you can discuss questions similar to those above with a trusted adviser, they can often bring to light issues, thoughts, and beliefs that aren’t as evident to you. Not a negative on you – we all have blind spots about our own “stuff.” The key is to be wise enough to seek outside support to help fill in the blind spots and see the bigger picture.

for the better in this area?

3. W  hat have you tried that has or hasn’t worked? how would this area be different?

5. W  hat one small step could you take right now towards moving towards your “magic wand” solution?

ABOUT THE AUTHOR Dr. Harrington is an accomplished consultant and entrepreneur. She has over 20 years of consulting and small business management experience with key expertise in strategic planning, analytics, process improvement, and small business operations and financial management. www.AKEAconsult.com

Issue #6 WORK/LIFE

4. If you had a magic wand to change things,

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W

hen people talk about going into business for themselves, they often focus on business fundamentals: what’s my product or service, who are my customers, how will I market, etc. These fundamentals are important, but there are other factors to success that many people overlook including the power of your mindset and the value of trusted advisers. Mindset is defined as a set of beliefs or a way of thinking that determines one’s behavior, outlook, and mental attitude. It drives how you react to the circumstances (facts) in your life. As seen in the definition, mindset is fundamentally a set of beliefs and thoughts. Your thoughts drive your feelings which, in turn, drive your behavior. Changing your underlying thoughts can change how you feel and act! The key aspects of your mindset are developed through life experiences. All of these experiences shape how you see the world, what you perceive to be good and bad, and what you believe you’re capable (or incapable) of doing. The truth is that these thoughts and beliefs are not all necessarily true, but we often live our lives as if they are. For business owners, staying on top of the daily grind and maintaining a clear vision and goals for your company is crucial. Yet in the midst of it all, mindset


WORK-LIFE BALANCE: FINDING BLISS IN OUR TOWN

Bliss. It’s as simple as how we live our lives... and as complicated.

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Issue #6 WORK/LIFE

WORDS BY SARAH HAGERTY

e really are spoiled rotten here in the Baltimore/Washington/ Annapolis/Eastern Shore environs. We have excellent employment options— from stable blue collar to the full GS scale to professional and educational opportunities. But whether you are an architect, anesthesiologist, agricultural specialist or attorney, in our competitive atmosphere you probably toil at an all-consuming job. Inevitably, your life becomes all about time. There just isn’t enough of it. So we are forced to steal it from other places—such as family, leisure, community... and sleep. One in three American adults does not get enough sleep (7 hours is recommended). According to Wayne Giles, M.D., director of the Centers for Disease Control and Prevention, you can fix this. “Lifestyle changes such as going to bed at the same time each night, rising at the same time each morning; and turning off or removing televisions, computers, mobile devices from the bedroom can help people get the healthy sleep they need.” What the experts stop short at saying is that if we don’t start sleeping better, we will all go crazy. Think of it as shutting down, charging and

rebooting yourself. Ironically, you will be better armed to efficiently juggle your demanding life. Isn’t missing Jimmy Fallon or closing Instagram a more than reasonable trade-off for a little inner peace? Fallon is always recapped the next day and Instagram will be around for at least the next six months, or until the next electronic intrusion we never knew we couldn’t live without is invented by some 22-year-old soon-to-be-billionaire.

for example, is smack in the middle of some of this country’s most notorious traffic congestion. Located right off New York Avenue (Route 50) across the District line, this 446-acre site is famous for its bonsai collection, including one that has been “growing” since 1625 and even survived the bombing of Hiroshima. The refined, restraint of these tiny trees will inspire you to continue, preserve and flourish. We also love the National Grove of State Trees at the Arboretum with specimen from most of the U.S. state trees. (Maryland’s is the white oak, in case you were wondering or looking for landscape inspiration.) Take the whole family along (admission is free, like so many D.C. attractions). Or simply bliss out all on your own. If you want to get even closer to the good earth, find a farm property (they are everywhere!) and pick your own produce. You’ll work up a healthy sweat and appreciate the efforts of those generations who came before us. And the fruits of your labors will taste even better. Lothian is pickers central in Anne Arundel County. But virtually all Maryland Counties have farms from which to choose. And, of course, there is a website to

Quality and quantity of employment is just part of the work-life challenge here in Maryland. Quality and quantity of employment is just part of the work-life challenge here in Maryland. And it’s a good news/bad news thing because we have so many terrific life choices in these parts. There is much to miss if you hold down a 24/7 occupation. For instance, we have spectacular scenery in abundance here in Maryland and it’s called the great outdoors. It never ceases to amaze how close we are to complete immersion in nature just a stone’s throw from urban hustle and bustle. The United States National Arboretum,


Issue #6 WORK/LIFE

Looking straight up may be the real antidote for civilization. We’re talking birding, baby. You will be amazed how quickly you get caught up in this circle of life. Ever experience a murmuration of starlings firsthand? Talk about magical! Patuxent Wildlife Refuge, on the other side of Fort Meade, is a great place to start with their state-of-the-art exhibits, hiking trails and seasonal tram tours through forest, wetland and meadow habitats. There’s a theme to most of these extracurricular pursuits—many feed the soul as well as stretch the mind. Let’s not forget the Big Picture—what’s really important in this world. That boss to whom you were so loyal just took a job with your company’s biggest competitor and left you hanging out to dry. And there isn’t a bucket list on the planet that includes “attend more meetings.” Loved ones (which can be very broadly defined) and personal enrichment supply a quicker route to fulfillment than any Google map.

TALKING POINTS, THINKING POINTS AND ACTING UPON POINTS • Leave work at work—Easy-access telecommuting may not be our friends. Try working like it’s 1996 once in a while. • It takes a village to care for a home and family—spread the responsibilities and to-do lists evenly and in writing. A great big wipe board at home can be helpful. • Work smarter, not harder. This slightly annoying, well-worn adage has earned its adage bragging rights by being more or less true. Take a good look around your office and separate the doers from the talkers. Then emulate the doers who have healthy extra curricular activities. Imitation isn’t only the sincerest form of flattery, it is a darn smart business practice. • Learn how to say no...and to delegate. It might be a blow to your ego, but you probably are not the only one who can handle the task. A workplace buddy system may also be just the thing to lighten everyone’s load. • It’s not all about you. Let’s face it: The worklife dilemma is very much a 21st century, First World worry. A hundred years ago no one felt guilty about spending too much time in the coal mine—they were just trying to survive. Leisure time didn’t extent much past the time spent in church each week. With that in mind, a weight just might be lifted from our shoulders if we helped lighten someone else’s load. Volunteer! Get involved! Getting out of your own head can be the best balancing act of all! • But what if your work is your bliss. Confucius say “Love your work and you will never have to work a day in your life.” Pretty prescient point from a guy who died in 479 BC. So let’s not be accused of hard-work shaming. If that’s what makes you happy, knock yourself out. And ‘thank you’ from all the folks who benefit from your efforts so we can have quality time off.

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help you whittle down your choices. Visit www. pickyourown.org to line up a summer’s worth of seasonal fun. (We’re scouting blueberries in Denton and strawberries in Easton.) Don’t reserve fun just for the weekend. Breaking up the work week can do wonders for your outlook. A trivia night at a local watering hole (the many Irish pubs in the area are particularly appreciative of knowledge), joining a weekly softball or bowling team, a book club gathering or even taking a special interest course (want to learn to play bridge?) are but a few ideas. Colleges, YMCAs, community centers, church groups or your local library are full of suggestions. And it’s no coincidence that all of these activities bring you into contact with other people...the real secret to enhancing happiness. There are also all sorts of wet and wild opportunities here about. First, foremost and forever there is the Chesapeake Bay and all its tributaries to which we seasonally pay tribute. Your happy place may be found at the end of the dock checking your strategically hung crab pots, or rowing out to your favorite spot on the Rhode River to become one with the fishes. Sailing schools and boat rentals are area staples. And talk about getting away from it all! If you are looking for splashier fun, and someone else to do the heavy lifting, you can always drive or sail up to one of the many dockside restaurants that decorate our Bay. This place is crab cake central, after all. The sun sets in the west, so Eastern Shore eateries may hold the early evening advantage, but the people and yacht watching is spectacular on both sides of the bay.


Your Vision   • Our Guidance

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Issue #6 WORK/LIFE

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THE DAVIS GROUP A family planned event.

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and outside of work can clearly be seen in the work that they produce. Their stories of starting the business and confronting the challenges of keeping their family together made us draw close to their relationship and feel part of the team. Their expertise in the event planning business and the value that they place on treating their clients well can be noticed the moment you meet them. Although

they have had their difficulties along the way (what family business wouldnâ&#x20AC;&#x2122;t), they still find a way to execute the planning of events with such ease even on difficult days. It was truly a pleasure meeting with the two of them, and, I must say, you will be making a mistake if you do not look into the events they plan. Be sure to check out the full interview with them on our YouTube channel. www.TheDavisGroupLLC.com

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rowing up in a family business certainly has its benefits and hardships. And yet, the same must be true when it comes to trying to raise a family and run a business at the same time. Having to worry about the daily grind of business operations while making sure you have time to pick up your kids from school must be a job of its own. In this interview, Jamie sat down with Linda Davis and Kaitlin Davis Barry to discuss what life is like raising two daughters while trying to run a family business, and what it was like for Kaitlin to grow up in the business with her sister Bryer. Although we did not get a chance to meet Bryer, the trio has proved to be an incredible team in the event planning business. Although The Davis Group is headquartered out of Annapolis, it is definitely no stranger to doing business internationally. The company has planned several local events yet are also co-sponsors of a worldwide event called Diner en Blanc in cities such as New York, Boston, Washington D.C., and Charleston. I personally could not think of a better way to spend my time than taking part in the event in cities such as those. Linda and Kaitlin make working in the family business seem like a breeze. Their mother-daughter chemistry inside

Issue #6 WORK/LIFE

WORDS BY MARK G. HARTZELL


IS YOUR FAMILY BUSINESS READY FOR THE NEXT GENERATION? Preparing the business for moving forward...

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Issue #6 WORK/LIFE

WORDS BY TERRY SCHAEFER

PUTTING FAMILY FIRST Family businesses are the backbone of the US economy and have a multitude of variables that other business structures do not contend with. Transitioning a family business from generation to generation can often be difficult. The success of this transition is greatly increased by taking steps early to prepare yourself, next generation leadership and your staff. Are you ready to hand over the reins? Have you set the course for the next generation to successfully lead your business forward? Are your family and your business structured to promote and support the intergenerational transfer to the next leaders? Some studies indicate that by 2017 (next year), approximately 40% (possibly more) family business owners are looking to retire. One of the most essential elements for a successful transition is to have prepared the next generation and other family members for the eventual changes within the family and the business. This starts with a strategically aligned vision for the ultimate survival of both. YOU KNOW YOUR BUSINESS Preparing the family for moving forward is not a last minute process, it must be planned for, tested, and adjusted over time. The more time you have to work on this, the better. No one knows your business like you do. You and your family truly do have all the answers. The key is in asking the right questions and creating an environment where open communication and cooperative resolution become the norm. In this critical phase, having an objective and unbiased coach can be very valuable in helping you explore, identify, and implement key elements for a successful family transition. WHERE TO START These four key elements are a great place to start: 1) The family must define their CORE (Central Operating Reference Experience) in the following areas: Values, Vision, Rules, and Responsibilities. These COREs are the keel from which the family will find answers to tough issues that are facing them. And as most balancing properties work, there is room for interpretation and discussion to help foster new thoughts and ideas that can emerge from intense conversation.

2) Open communication so that all voices are heard. The sooner open communication is employed, the sooner all family members are listening and learning from one another. When communication is open and flexible, trust is built on a solid foundation. And with trust between all parties involved, the decision making process is much more fluid. 3) Move from ‘Herding the CATS’ to embracing them. Here is an acronym for CATS that brings this into focus. a. The C stands for CLARITY – in everything the family does, there has to be clarity and consistency. How you communicate with one another (even if you disagree) is important and can create a sense of uniformity and expanded understanding. As Stephen Covey says, “seek to understand and then be understood.” Learning from one another brings around better cohesion and collaboration. b. The A stands for ALIGNMENT – where everyone is fully aligned with one another. A family strategy (or operating constitution) brings together the old and the new to uncover greater possibilities. New options appear, limiting beliefs get tested, and everyone feels connected around a shared sense of responsibility. This can define the family’s vision for the future where everyone gets on board around what they feel connected to personally. This is very evident in philanthropy and supporting family causes. c. The T stands for TRENDS – and addresses multigenerational views. With the world becoming more global, keeping pace with change is central if the family is going to be a leader in their chosen field. In a recent PWC survey, 207 next generation family leaders identified the following three areas to bridge the generational divides – generation differences, the credibility gap, and communications diversity. Addressing these areas brings together better trust between the generations. d. The S stands for SYSTEMS – where routine and formal procedures set the family’s standards for operating within certain parameters. Instituting these systems brings a sense of ‘professionalism’ to the family around their interests and investments. It also assesses what members of the family are able to do, willing to do, or don’t do well. When everything


has a system, then it runs itself with minimal monitoring and oversight. 4) Develop a family governance program -- a systematic framework that helps stabilize the decision making process from a family point of view. Three components (social family interaction, family council meetings, and a family constitution) develop clarity on rights, roles and responsibilities of family members, while setting appropriate ownership and family communication. Family governance is a vehicle from which the family’s human capital is better understood and utilized so that everyone gets to communicate effectively with one another. The real purpose is to capture and understand the “wealth” (financial, intellectual, social, behavioral, etc.) of the family, while establishing a governance system to navigate through family challenges as they occur. Though governances are commonly created for financial wealth preservation, they also work well in all areas of the family and business. They are the foundation for long-term stewardship of all the family’s assets. Families are different because of multiple variables. And all of us have different ways of looking at challenges and opportunities. The focus here is to honor the intellectual capital that comes from and through your family and its members. We are here to learn from the people we love (and live with) so that life becomes a teacher. Being open to new ideas comes first.

what’s not working and provide facilitation so DON’T GO IT ALONE good decisions can be made in a timely manner. One of the best investments you can make Don’t expect the coach to have the answer. is hiring a coach that is trained in multiple Instead, the coach will help you discuss the disciplines to bring clarity and continuity to issue, gain clarity, ponder options and identify the family. To be most effective, the coach you what are your next steps. consider should be trained and certified as a Families who are in business together have coach by a respected training program, and have a special relationship. Sometimes clearly experience working with family businesses. understood and sometimes not. And as the Keep in mind, the coach is neither a therapist family grows (age, new family members, special (though some have therapist training), nor a needs, etc.), so do the decisions that will teacher. His/her main objective is to help you continue to affect the family and business over highlight the areas of concern where you want several generations. What I want for you is to change and are willing to explore and take fully explore and examine how you are going to action. successfully transition the business to the next In an initial consult, the coach can help you generation based on criteria that has been well explore the potential effectiveness of coaching thought out within your family. for you, your family and the business. She/he will have an honest conversation as to whether you are open to exploring and working through ABOUT THE AUTHOR the roadblocks, chokepoints and sometimes Terry Schaefer has been tough conversations and decisions that are a coaching businesses for part of opening your family (and company) up more than 20 years. His DOUG_7044 Smart 1 8/5/14 9:34 AM Page 1 to greater success and better CEO_Layout positioning for work focuses on helping transition to the next generation. privately held family Once a relationship with your coach is businesses experience established, s/he will help sort out the critical healthy growth by estabissues or concerns that need to addressed. lishing multiple self-deBy exploring these together, you are provided veloped strategic initiatives including generation support and guidance in establishing outcomes preparedness, operating performance and you are working to achieve, while mapping individual leadership development. out processes and actions that will meet your Terry@TerrySchaefer.com DOUG_7044 CEO_Layout 8/5/14 9:34 AM Page 1 desire results. The coach willSmart also help uncover 1410-728-2522

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Randy Lindquist Lindquist Insurance

Issue #6 WORK/LIFE

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Issue #6 WORK/LIFE


BUY OR LEASE? There are pros and cons.

S

WORDS BY SCOTT DOUGLAS

• IS YOUR CURRENT LEASE STRUCTURED AS A FULL SERVICE LEASE? If you’re currently leasing, the building manager most likely has a cleaning and maintenance crew that empties the trash, replaces light bulbs, maintains the bathroom, etc. Oftentimes potential buyers take janitorial and maintenance services for granted and forget to factor it in their buying considerations. You must be willing to take on or hire out these responsibilities if and when you buy. • WOULD YOUR EQUITY BE BETTER PLACED IN YOUR BUSINESS? If you only have capital for one investment, your business may be a better choice than buying a building. Similarly, your time may be better spent working on your business rather than maintaining a building. In general, this is undoubtedly a great time to buy. If you evaluate the pros and cons of buying and decide buying is a possibility for your business, take the next step and give us a call. We can meet with you and show you the cost analysis of lease versus buy.

ABOUT THE AUTHOR Scott Douglas has helped companies analyze their business needs, advise an occupancy plan and then execute with precision, negotiating the best possible lease terms for over thirteen years, including 10 years with his own company. His focus is on your company’s success—lowering your real estate costs and risks while maximizing workplace flexibility and productivity. Scott Douglas, Principal Broker of Douglas Commercial, LLC | 301-655-8253 sdouglas@douglascommercial.com

Issue #6 WORK/LIFE

takes time and money, which could both be better invested in buying a space. Not to mention it would be nice to know what your debt service will look like in the future as opposed to experiencing market fluctuations every 5-7 years. • DOES YOUR COMPANY REQUIRE SPECIALIZED OR HARD-TO-MOVE FIXTURES AND EQUIPMENT? There’s no need to constantly lug equipment from one leased space to another. It requires time, money and your patience. • WOULD YOU RATHER YOUR MONTHLY RENT PAYMENT BE AN INVESTMENT? No one likes spending thousands of dollars every month on rent. Buying won’t rid you of those monthly payments, but instead of giving that money to someone else, you are investing in an asset. On the flipside, just because the market is currently conducive to buying, doesn’t mean it’s the right decision for you. If the following points sounds more in-line with your growth phase, add a mark to the con side of your list. • IS RELOCATION/SIGNIFICANT EXPANSION/DOWNSIZING SLIGHTLY POSSIBLE IN THE NEXT FEW YEARS? Buying is a commitment. Unless you’re purchasing office property solely as an investment, your company’s growth or downsizing expectations will play a role in your decision. For companies looking to inhabit all or a portion of an office building, you should have a firm grasp on your future space requirements before you make your office-space decision. • IS INVESTING IN AN UP-ANDCOMING OR TRENDY AREA OUT OF THE QUESTION? Some businesses may need to be in a specific part of town, like the central business district, to accommodate customers and employees. Unfortunately this may eliminate the advantage of purchasing in up-and-coming areas where lower cost per square foot and appreciation may be available.

27 BizPeakeJournal.com

mall businesses grow in stages. What was appropriate office space in your first growth phase when you had a handful of employees may not be suitable for your current phase, which includes a team of 50. In addition to adding team members, you’ve learned more about your office space preferences and requirements. Should you buy or lease your office space? If you’re like most small business owners who are calling our firm lately, that’s the question on your mind. Historically low interest rates and altered accounting standards are motivating business owners in all phases of growth to rethink their leases. I can’t say I blame them. With interest rates so low, why rent when you can gain equity? Depending on the terms and equity required, investing in an office may be a great option, especially if you are able to purchase a building that offers additional rentable space to increase the return. As with any decision, there are pros and cons. Looking at the basics of leasing versus buying can help you decide if you should move forward with the more in-depth financial assessment that buying requires. Let’s start with some questions. When you answer yes, chalk up a tally in the pro buying column. • WOULD YOU BE A BETTER LANDLORD THAN YOUR CURRENT LESSOR? Let’s face it; even the best landlords can be a problem. When you’re your own landlord, you don’t have to worry about property management becoming a profit center for the landlord. You have the ability to control some of your expenses, which can positively affect your investment return. • ARE YOU CHANGING OFFICE LOCATIONS FREQUENTLY BECAUSE OF RENTAL RATE OR COMMON AREA MAINTENANCE INCREASES? Moving


BUSINESS AND EXECUTIVE COACHING Is it right for you?

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Issue #6 WORK/LIFE

WORDS BY HEIKE HEEMANN

B

usiness Coaching and Executive Coaching are still relatively new concepts and there is some confusion about what the terms mean. Ask ten coaches and you’ll likely get ten different answers. The foremost differences - in my opinion - relate to the type of client a coach works with. A Business Coach primarily deals with business owners, often of small to medium sized companies. Many of these companies don’t have a board of directors and use a coach as a sounding board. Most Executive Coaches work with upper level managers in larger organizations with hundreds of employees. That said, there are exceptions. Both business and executive coaches deal with people’s goals and aspirations in a business and career context. There is a lot of similarity between the methods and tools used in the coaching process by either type of coach. This may include questionnaires and personality assessments among

other things. Either coaching discipline will deal with “business effectiveness”, such as strategy development, sales, marketing, delegating, creating systems and in general running a business or a department. Both can also work with their clients on “personal effectiveness” such as mindset or attitude, communication and interpersonal skills, delegating and time management. Some coaches specialize in a particular niche based on industry, company size or company type (family owned & operated). Others specialize in a particular aspect of business or a skill set such as sales skills, presentation skills or marketing and work across many industries. The success of a coaching relationship has two primary building blocks: the sessions with your coach and your implementation of what was discussed. Are you committed to doing what’s necessary to see change? Signing up for coaching at someone’s suggestion won’t lead to long-term success unless you take action on a regular basis. Successful

coaching relationships are typically a mid-to long term commitment. Think of months versus days or weeks. Miracles don’t happen in a session or two if you feel stuck or your business is in a rut. HOW DO YOU KNOW IF YOU NEED A COACH? Coaching may be the right choice if you would like to accelerate the growth or your business or improve how your business/department functions. You may choose coaching because you know that something needs to improve and you haven’t figured out how to achieve the desired outcome. Or you know what needs to be done, but you aren’t doing it for any number of reasons. Once you have decided that you are interested in coaching, take a good look in the proverbial mirror: Are you willing and able to get out of your comfort zone? Are you committed to doing the work? If the answer is “Yes’” to both of these questions, it’s time to find the right coach for you.


THERE ARE A VARIETY OF THINGS TO CONSIDER WHEN SELECTING A COACH.

1.What type of coach should you look for? As mentioned before, this relates to your role in the organization: Are you the owner, CEO, President, VP or a newly minted manager?

2.What are your needs or your struggles? Is your business growing too slowly? Are your expenses growing faster than your profits? Do you feel you are losing control because demand for your products is growing faster than your ability to meet your customers’ needs? Is your business outgrowing your expertise? Do you keep reinventing the wheel because your organization lacks systems? Do you have an employee morale or turn-over problem? Is your marketing working, but your team can’t convert enough of your leads into sales? Did your company promote you from within the organization, but fail to provide management training? Do you need a business plan?

3.What are your goals? Do you want to increase your bottom line? Reduce your 60-hour week to 40 hours so you can spend more time with family? Build a business that can run and grow by itself even if you take a 3-week vacation or even become an “absentee owner”? Do you want to become a better manager? Or are you trying to figure out how to transition out of your business and into retirement?

4.What are the coach’s credentials and how do those match your needs? What degrees or certifications do they have?

5.Where did they work? Someone who spent their career in a Fortune 500 company may not be the right fit for the owner of a 5 person business and vice versa.

6.What type of coaching do they offer: individual or group? What is the frequency of their sessions? How long is each session?

7.Do they offer additional services from seminars and

Many coaches offer an introductory session free of charge. This should offer an opportunity for you to experience what a coaching session is like, ask questions and determine whether you like and trust the person. Regardless of their qualifications, if you can’t relate with a prospective coach move on. Coaching can be incredibly worthwhile and more-than pay for itself. It’s been an invaluable building block of success for business owners and executives alike, from the “solopreneur” down the street to Bill Gates of Microsoft. Coaching is an investment in your professional future. Is coaching right for you? Only you can decide.

personality assessments like Extended DISC and Myers Briggs to consulting services?Though this is a minor factor for most in selecting a coach, it could be important for your situation.

Too much money w positions you filled

8.Are they part of a network, association or some type

of group of coaches who exchange knowledge, or do they fly completely solo?

9.Where are they located? Will they come to you or do

you have to go to them?Coaching can be done long distance. However, some people prefer to sit across the table from their coach.

Learn Ho Your M

10. Are they compatible with you? A coaching relationship depends on trust, since you will be sharing confidential information.

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Eighty-two percent of United States consumers consider Corporate Social Responsibility (CSR) when deciding which products or services to buy and where to shop. - Cone Communications and Echo Research, May 2013

philanthropy program that aligns with your strategic business goals ensuring the good you do in the community boosts your companyâ&#x20AC;&#x2122;s brand and impact.

Consult with Experts

CFAAC distributes nearly $1 million dollars in grants each year to a variety of nonprofit organizations. We monitor all areas of community needâ&#x20AC;&#x201D;including human services, education, the environment, healthcare, the arts and economic development.

Employee Engagement

You can outsource all of your giving or just a portion of it. We can facilitate an Employee Advisory Committee to review proposals and advise on grant distributions. Anyone can contribute to your fund at any time using a variety of assets, and all gifts qualify for an immediate tax deduction. This is particularly useful during times of disaster when both, employees and the company, may wish to combine their giving to help those in need.

       

Care. Connect. Contribute. Choose Your Nonprofits

CFAAC staff researches each nonprofit your company is interested in supporting to ensure it is in good standing with regulators and then issues the check from your fund. We provide you with the resources to help you stay informed about your fund 24-7. Through our website, you can access your fund statement, make grant recommendations, view gifts to the fund, as well as grants made over time.

At CFAAC we know that every ONE of us makes a CFAAC Corporate difference. That is why we are focused on growing philanthropy one person, one family, one business at Advised Funds 5.10.16 a time. The more of us who give, the more good we can do for our community, together.

The Community Foundationâ&#x20AC;&#x2122;s role is to promote philanthropy, help to identify critical needs in Anne Arundel County, partner with donors to help them meet their philanthropic and financial goals, and promote collaboration to help strengthen local nonprofits.

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CROW VINEYARD

Making a mark on the wine industry.

A

WORDS BY MARK G. HARTZELL

Issue #6 WORK/LIFE

ed States, the people at Crow Farms thought of the brilliant idea to turn some of the acres of land into a vineyard. And what a great idea it was, given that the Crow Vineyard name can be seen across Maryland and Delaware. Furthermore, the concept of work-life balance certainly stood out amongst this group. Being so secluded from everything else, one could easily see how balancing work and life would be difficult for this family business. That couldn’t be further from the truth. This family definitely knows how to handle the day-to-day tasks of work, whether it is crunching the numbers, making the wine, or running the bed and breakfast that sits on the vineyard. The balancing seems to come easy, though, because happy hour on a vineyard is never too far away. The interview covers what daily operations at Crow Vineyard are like and how the family gets through the grind of the business. It also touches on what it is like to work among family members, and what it is like for people that are not in the family (even though they are basically part of the family). So definitely be on the look out for one of Crow Vineyard’s many wines next time you are in the liquor store, and look into planning a trip out to the eastern shore to visit this amazing family. Check out the full interview on our YouTube channel along with many other interviews regarding Family Businesses. www.crowvineyardandwinery.com

31 BizPeakeJournal.com

nnapolis is a lively city with excitement everywhere. Every street corner seems to have something that can take your breath away. Even on slow days, there always seems to be something going on to keep people busy. But, if you do find yourself to be dragging in the same routine and are looking for a little adventure, maybe you’re willing to travel just a little farther. And look no further than a small dairy farm along the Eastern Shore. Located in Kent County, this small dairy farm is a place that I’m sure most people wouldn’t think twice to visit. I promise you when I say this, you would be making a big mistake if you pass up visiting this place. Among its original roots as a dairy farm, Crow Vineyard is an up and coming local vineyard that is beginning to make its mark on the wine industry. About a 45-minute drive from downtown Annapolis, this vineyard certainly caught my eye, and that’s saying something considering I’m a 21-year-old college kid. Luckily for me, I got to come along when Jamie sat down with the staff of Crow Vineyard. On a beautiful summer June day at the vineyard, Jamie talked with Judy Crow, the owner of Crow Vineyard, Catrina North, the vintner, and Brandon Hoy, the vineyard manager and partner. Listening in on the story of how Crow Vineyard came to be was surely humbling. As income and employment from agriculture decreased in the Unit-


GOOGLE AD WORDS To buy or not to buy? WORDS BY SUSAN SCHAUER JOHN

W

hen clients ask me if we can buy Google Adwords for them, the answer is YES – but my question is WHY. Before throwing money into ads, ask yourself the following 5 questions:

1.Who is your ideal client and do they tend to click on ads? (Or do they only look at organic search?)

2.What is your overall marketing budget and

32 BizPeakeJournal.com

Issue #6 WORK/LIFE

what percentage do you want to spend on ads?

3.Once someone clicks through to your website, are they staying there or quickly “bouncing off” – costing you money but bringing you no new business?

4.What is your expected ROI (Return on Investment)?

5.How much have you optimized your website for organic search? (The ultimate “free” ad).

Let’s start with your ideal client. If you have been in business for any length of time this is certainly easy to do. You can tell me exactly who your target audience is and the basic demographics of your ideal client. Knowing what you know about your ideal client, ask yourself whether or not they would click on an online ad. The truth is, the more sophisticated the user, the less likely they are to click on any online ad - even those disguised as organic. (searchenginewatch.com) A businesses marketing budget is not limitless. So efficient use of those funds is important. In fact, for years I told my clients not to waste precious dollars on ads that are costly and fleeting. For most businesses, using their marketing monies to perform better in organic search is the better investment. Next, ask “How attractive is your website?” Specifically, when someone comes to your website do they like it? Do they stay? Do they engage with the content? Do they follow through with your calls-to-action? To get these answers, take a look at your website analytics. Google Analytics is free and there are many of online resources to help you decide which analytics matter the most to you and your business.

Next consider your ROI or Return On Investment. Here again your analytics dashboard will hold the answers. How many users are coming to your website and what do they do when they arrive? What is your engagement rate and what new incremental dollar amount of sales were generated? That is to say – did they convert into a viable lead? Did they reach out to you through your contact form or did they call you? Did they click on one of your Call-to-Action buttons or on an embedded coupon you have provided? Lastly, in my opinion, most importantly, how is your organic reach? Is your site primed for Search Engine Optimization (SEO)? How do you know? How about your competition? Unless you are consistently coming up on the first page of Google when someone types in a request for the products or services you offer, you need to put more resources into this most crucial of tools. In the end, think carefully and long term about your marketing investments. Make sure you are getting your money’s worth by knowing who your ideal client is and how they respond to ads vs. organic search.

ABOUT THE AUTHOR Susan Schauer John SpiderWeb Connections 125 N. Washington Street Easton, MD 21601 443-595-7746 susan@spiderwebconnections.com


SILVER STAR SERVICE CENTER A family business where the kids get revved-up!

T

their father’s business and eventually knew that it was only a matter of time before they would work together. However, in the interview, they discussed the importance of getting work experience elsewhere before joining the family business. They felt learning business skills somewhere else was a necessary tool to be successful. The father, daughter, and son trio certainly blew us away with their team chemistry and the division of labor between the three of them. Joe, being the owner, oversees the business and makes sure everything is running smoothly and efficiently. His son Joseph is in charge of the servicing of the vehicles and making sure everything is done properly and timely to ensure customer satisfaction. And last but not least, Beth handles the tag and title side of the business. Not only does Silver Star deal with servicing vehicles, but also they added

on the tag and title sector to the shop, thus adding a level of benefit and convenience to its customers. The “family” is definitely not lost in translation in regards to this family business. Their sense of togetherness is brought out at a moment’s meet, especially when they discussed the necessity of having family meetings weekly to discuss how operations are and if improvements can be made. Yet apart from the business, they are still able to get away from it all and be a family in their personal lives. The charisma and family values are what make this company different than others, and it would be foolish to think your car is in better hands somewhere else. Be sure to watch the full interview video on our YouTube channel at BizPeake Journal. And check out the other interviews we have covered in our family business issue. www.silverstarservice.com

33 BizPeakeJournal.com

he car servicing industry has become a rather routine and standard aspect of daily life. Whether it is repairs, oil changes, or registration of vehicles, people usually don’t think twice about what goes on inside the businesses. Fortunately for us at BizPeake, Jamie got to sit down with Joe, Joseph, and Beth Hall from Silver Start Service Center in Edgewater to discuss how their business principles differ from that of other local car service businesses. That, and also discussing what it was like for Beth and Joseph growing up in the business and following in their father’s footsteps in the pursuit of their careers. From a young age, both Beth and Joseph were surrounded by the sounds and smells of an auto shop. They both wanted to be as involved as possible with

Issue #6 WORK/LIFE

WORDS BY MARK G. HARTZELL


COACHING LEADERSHIP AGILITY Context-Setting. Stakeholder. Creative. Learning. WORDS BY BEA CARSON, Ed.D

T 34 BizPeakeJournal.com

Issue #6 WORK/LIFE

he pace of change is accelerating exponentially; leaders and organizations must evolve faster than the white water rapids we are cascading through. The only way to survive is by continually adapting through a flexible learning method like action learning. Action learning leads to agile leaders, teams and ultimately agile learning organizations Highly agile leaders recognize that change never stops in a complex, competitive global marketplace. They know incremental improvements on current benchmarks is inadequate. They set new benchmarks by questioning old assumptions and actively encouraging others to do the same, Action learning teams consist of four to eight members working with a coach to solve urgent, complex

problems. While the team works, the coach looks for learning opportunities to help the team process better and become better leaders. When these opportunities present, the coach raises awareness, questioning the team so that they own the impact and the path forward. At the close of each session, the coach has the team reflect on how they will integrate these learnings into every day interactions. Each subsequent session reinforces the prior learning and surfaces new learnings. Over time team members become more acutely aware of learning opportunities on their own — both during action learning sessions and other team meetings. Consequently, this method improves participants’ agility, which increases

their ability to take effective action in complex, rapidly changing conditions. In “Leadership Agility,” Bill Joiner and Stephen Josephs write that agility requires flexibility in four competencies: context-setting (selecting and framing issues), stakeholder (understanding and aligning key ones), creative (solving complex problems) and learning (from experience). These get applied at three levels: individual, team and organization. Agile leaders also use diverse perspectives to see a business situation from many angles, and then synthesize the information to come up with innovative, potentially breakthrough solutions. For these leaders, both failures and successes are seen as learning opportunities.

“Agile leaders use diverse perspectives to see a busienss situation from many angles.”


“The two rules of action learning encourage the use of questions and reflective learning.”

The repetitive process of participating in action learning session helps agile behaviors evolve naturally. Teams work on projects that run the gamut of organizational challenges. Teams may address cultural issues, strategic opportunities, technical concerns, and people and leadership challenges, to name a few. The two rules of action learning encourage the use of questions and reflective learning, both of which are paramount to be an agile leader. The first rule is that statements can only be made in response to questions. Questions we don’t know the answers to help people determine the underlying problem. The second rule is that a learning coach can intervene whenever there is

the opportunity for development that encourages deep reflection. Each participant in an action learning team identifies a leadership skill they want to develop during the session, such as inclusiveness or active listening. It should be something they have a vested interest in practicing, something that has direct application to their job or to a business challenge the company is experiencing. At the end of a session, the coach circles back to each participant to assess how they did to encourage learning on an individual level. The coach raises questions to determine how the team is progressing and to encourage the team to reflect on how they are working together and how they

might adapt their behavior to increase efficiency. If nurtured, this questioning ability can infiltrate an organization’s culture. It becomes safe to question everything, which can promote innovative thinking as well as the implementation of new ideas, new product and service developments as well as new work flows or procedures. Teams should actively look for ways to develop new benchmarks to keep the organization ahead of the changing business curve. Bea Carson, Ed.D is the President and Director of Affiliate Development at the World Institute for Action, and President of Carson Consultants

More than 1,275 county leaders are LAA graduates. Join them. www.leadershipaa.org

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Issue #6 WORK/LIFE

CONGRATULATIONS To The Sweet ‘16 Class!


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THE DRAWING BOARD A father and son dynamicduo!

T

WORDS BY MARK HARTZELL

hroughout the Annapolis area, there never seems to be a shortage of new architectural styles that appear within the traditional architecture. Although that old, historical, revolutionary war feel is still present in Annapolis, a new wave of architecture has certainly reached the area. Architecture firms today are now more versatile and technologically based than ever before. The Drawing Board Inc. has developed into a major contributor of architecture ventures occurring in the Annapolis and D.C. areas. Comprised of a father and son duo, The Drawing Board Inc. has come a long way from being a small architecture firm out of Annapolis. The Drawing Board has taken on several different types of projects, including waterfront properties in Annapolis, to Pallotti High School, and Graul’s Market, demonstrating how versatile the firm is. Jamie got to sit down with David and Peter Miles at their office to talk about how their team separates work from life, and how far they truly have come as a business. In the interview, David and Peter talked about their roots, and how many people they have worked with along their journey as a business. They also discussed the importance of keeping that local business feel, keeping the relationships with their clients, and treating their clients with respect. Their shared vision of what the business could be and how they treat their clients is really something to admire and is their biggest asset as a compa-

ny. As for working with family and keeping that work-life balance, David and Peter make the father-son business partner relationship look easy. Although Peter claims that their styles of architecture may differ, they clearly have worked out how to make the best of each project. But also, having the sense to, at times, separate the father-son relationship from their business relationship is what keeps their business alive. If all else fails, however, the two can always rely on their “Head of Human Resources” and lovable dog Snoopy, who we had the pleasure of meeting at the interview, as well. Snoopy definitely steals the spotlight, and makes David and Peter’s business that much more charismatic. Anyone would be lucky to have the opportunity to work with David and Peter because they value the wants and needs of their clients and have been successful in regards to the execution of their business. I’m no expert (obviously), but, either way, I would highly recommend choosing them when it comes to future architectural design projects. Check out the full interview on our YouTube channel at BizPeake Journal and also be sure to watch the other videos among the series of family businesses that we have covered. www.thedrawingboardinc.com


HIRING MILLENNIALS IS INEVITABLE

Keeping them, not so much.

B

WORDS BY ROSE WOODRUFF

usinesses are all abuzz with talk of how much money they are spending on Millennial employee turnover. For the first time in history large numbers of employees are firing their employers. In fact in the latest (2016) international Deloitte Millennial Survey 44% of Millennial employees said they would leave their current employers in the next two years if an opportunity arose. It is needlessly costing American companies billions of dollars. According to the Bureau of Labor Statistics, Millennials will comprise 47% of the workforce by 2020 and employers cannot afford to keep ignoring their impact. However, the disconnect between the values of Baby Boomer-run companies and those of Millennial employees’ has created the greatest generation gap ever. There are many Millennial myths. Boomers purport that Millennials are lazy, unmotivated, entitled, ungrateful, easily offended, self-important, spoiled brats. Although there may be a small thread of truth to some of that, it is important to examine fully who Millennials are and what motivates them. Millennials are always looking for the “hack,” a way of getting an outcome with great efficiency. They may spend an hour finding a hack that will accomplish a task in 15 minutes while their Baby Boomer co-workers spend an hour to accomplish the same thing. Yes, they took longer, but next time they will take less. Unlike their Baby Boomer work-a-holic bosses, Millennials have work/life integration. They are the always-on generation, that wants to leave work an hour early twice a week for sports team practice, but then will work five extra hours at home at night to

finish a project. When they ask to leave early they are seen as unmotivated and lazy, even if they work longer for it. They have had everything from birthday parties to Master degree programs customized for them and it seems reasonable to them that their employer should customize their work schedules, too. Millennials want constant honest, authentic feedback and autonomy. They want to choose how they get the work done, but being used to nurturing soccer coaches, they expect authentic feedback delivered with a soft touch. They are the most educated generation in history and have instant access to much of the world’s knowledge on their phones. They want the autonomy to use their resources to get the job done in a way that they have pride of ownership for the results. The “Why” generation is more committed to social responsibility than self-responsibility. They expect their employer to tell them why they are doing what they are doing. Millennials leave employers when they don’t see the company’s mission as doing good in the world. Millennials grew up playing computer games, in which when they completed a level, they would “levelup” where greater challenges and more resources awaited them. Sixty-three percent of Millennial workers say their leadership skills are not being fully developed. They will not wait for their employers to decide when and how to develop their careers. They will “level-up” by finding another employer who will provide greater opportunities for them to grow.

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Issue #6 WORK/LIFE

“Millennials want constant honest, authentic feedback, and autonomy.”

ABOUT THE AUTHOR Rose Woodruff, CPCC, ACC specializes in Millennial Leadership Development and Intergenerational Harmony Coaching. An International Coach Federation credentialed coach, Rose helps companies reduce workforce turnover and expertly prepares Emerging Leaders for tomorrow’s challenges.


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